Textile Enterprises: Harmonious Labor Relations Are Also The Competitiveness Of Enterprises.

Management and technology upgrading can digestible cost increments.

In the first half of this year, the salary increase of textile enterprises above Designated Size reached 14%, and the salary increase in the Pearl River Delta and Yangtze River Delta even reached 20%. However, the proportion of the unit cost of Enterprises above designated size decreased by 9.1%.

Du Yuzhou believes that this gratifying change reflects the pformation of the textile industry development mode of thinking, the core content is to further promote people-oriented.

Textile power does not depend on low labor costs, but relies on improving people's creativity in technology, brand and so on.

"If we do not attach importance to the creativity of labourers and do not create conditions for sustainable development for them, we will at most buy some advanced equipment and impossible to achieve independent research and development capabilities, and our industrial upgrading will lose the main driving force."

Textile industry is the largest single industry in China.

As early as 2007, the whole industry has already felt the pressure of rising labor prices.

Since then, more and more enterprises have begun to use the upgrading of equipment, technology and technology to digest the cost increase caused by the rise in labor costs.

Take China's knitting industry leading enterprise and Changzhou Xu Rong knitting and dyeing Co., Ltd. as an example.

In 2009, the work time of Changzhou Xu Rong workers was 85.7% in 2007, and the salary increased by 41.2% compared with 2007. However, the total profit of the company increased by 381.13%.

Xu Rong produces more than 3% of its sales revenue every year for research and development. New products only need 3 to 6 months from project approval to production, and thousands of new fabrics are developed every year.

Such a high update speed not only adapts to market changes, can meet more market demand, but also has lower energy consumption, less emissions, lower cost and higher price, so it can achieve double profits.

"On the international textile market," made in China "is no longer a synonym for low prices. We all think it is a medium and high grade goods.

Huang Zhuangfangrong, chairman of Changzhou Xu Rong knitting and dyeing Co., Ltd., said that now, such as whitening milk fiber, nano fabrics that can heat summer, and environmentally friendly functional high-grade textile products, which are completely derived from waste plastics (10435, -10.00, -0.10%), are becoming the main products of Chinese textile enterprises.

Harmonious labor relations are also the competitiveness of enterprises.

From another point of view, wage rise is an inevitable result of social development and an important part of corporate social responsibility. When participating in international competition, the harmony of labor relations is often one of the important manifestations of competitiveness.

Huang Zhuang Fang Rong said, "inspection factory" is the past Chinese textile and garment processing enterprises to win export orders must pass, the process of inspection will generally take more than a year, and cumbersome procedures.

Now, with the certification of the social responsibility management system (CSC9000T) of the textile industry association, the foreign customers recognize the reputation of the enterprise very much. The order is more enjoyable, shortening the cycle of orders, and avoiding the trouble of checking factories, in fact, they are creating benefits.

China's textile industry has been promoting the construction of social responsibility management system CSC9000T for 5 years in a row.

The system covers 12 research elements, including 9 related to labor relations, such as wages, salaries and benefits, labor time and intensity.

At the beginning of the work, it was also based on cracking down on foreign trade barriers and accusing Chinese textile enterprises of being "sweatshops".

In the process of building corporate social responsibility, many enterprises have also found that the rise of labor costs is not a curse, and can be digested by improving processes and processes.

"Paying attention to salary and welfare will increase cost, but we can digest the increment of cost by improving management and improving efficiency."

In 2009, Ye Zhiwei, deputy director of quality system management department of Da Jin garment factory (Huizhou) Co., introduced that in 2009, the wages and benefits of enterprise workers increased by more than 11%, but the production capacity of enterprises increased by 17.5%.

"The treatment of employees is not absolutely opposite to the efficiency of enterprises.

On the contrary, the rise in labor prices has prompted enterprises to improve the technological process, raise the level of technology and reduce circulation costs, which has greatly improved the management of enterprises and achieved a win-win result in both social and economic benefits.

Huang Zhuang introduced that the labor force price in Kampuchea is only half that of China, but the Chinese textile industry chain is complete, the staff quality is high, and the competitiveness is still strong. Therefore, we should cherish the comparative advantage of this labor force and pay more attention to the excavation of employee value.

The word "enterprise" does not stop.

Human resources are the driving force rather than the burden of enterprises. "

Xu Rongfang, general manager of Jiangsu Dan Mao textile Limited by Share Ltd, said that the international financial crisis has made enterprises realize that only by giving full play to the talent effect can enterprises develop smoothly and rapidly.

Last year, 250 thousand yuan was invested in 13 different types of vocational training, and 40% of the staff benefited from it. "Only by linking the development of employees themselves with the development of enterprises can the power of this development be stronger and longer lasting."